Chapter Leadership Brief 2.23.24

by Thomas E. Moore III
Executive Director, American Friends of the Louvre

It’s been nearly four months since I began my tenure as the Executive Director of American Friends of the Louvre and, as my first executive director role, it has been an incredible period of learning and growing into a new kind of leadership.  

Successful leaders often demonstrate attributes like compassion, a deep connection with their teams, and the ability to balance group needs with their individual aspirations. For emerging leaders looking to grow their skills, particularly leaders of color, I strongly advise embracing qualities and skills that may not always be recognized as conventional strengths. For example, being perceived as ‘different’ may have taught you how to be comfortable with being uncomfortable. In leadership, you can harness that feeling to adapt quickly, overcome difficult experiences, and see innovative solutions. 

You deserve your seat at the table.
Imposter syndrome is a real experience, and it's crucial to recognize it. Remind yourself that it's merely a thought, and there is power in the fact that we can control our thoughts. Reflect on the many reasons colleagues have placed their trust in you. Questions like, "Do I possess the appropriate strategic vision for this team?" or "How can I skillfully balance leadership duties with my day-to-day business and personal commitments?" may cross your mind, but understanding that these are just thoughts empowers you to navigate and shape your actions with confidence.

To authentically secure a seat at the table, you must believe that you rightfully belong there. Former first lady Michelle Obama aptly noted, "I have been at probably every powerful table that you can think of… They are not that smart." I draw on this quote often as I assert and reaffirm my presence at the table. I am constantly checking in and reminding myself to trust my instincts while valuing the input of others. While I acknowledge my individual capabilities, I also recognize the power of collaboration; alone, I can make progress, but together, we can achieve even greater heights. Viewing the tasks ahead not just as personal endeavors but as contributions to a collective effort helps to keep me inspired to overcome any challenge.

Remember, Rome wasn’t built in a day.
Years ago, a mentor I deeply respect emphasized how important it is to remember that Rome was not built in a day, nor by a single individual. This insight holds particular significance as I navigate leading an organization. My approach involves thinking in terms of quarters, considering the measurable achievements in each quarter and beyond while envisioning the broader accomplishments we can attain in the next 2, 3, or 4 years.

Leadership demands a combination of grit and patience. It requires the ability to strategically plan ten steps ahead while addressing daily challenges and presenting them to others as mere brush fires. Leadership requires trusting yourself to envision the future, acknowledging that you won't always be perfect, but ensuring decisions are made with the greater good in mind.

Trust your gut
Rely on your instincts, shaped by past experiences and intuition. Act on those initial gut reactions, but temper them with a quick rational analysis. This interplay enables you to make informed, thoughtful decisions, leveraging both intuition and reasoned judgment in your leadership approach. Reflecting on my own experiences, the decisions I regret are typically those where I ignored my instincts.

Leadership is about others 
The aspect of leadership that I cherish the most is guiding others to discover their own leadership potential. It involves mentorship, coaching, and creating an environment that fosters personal and professional growth. It’s about providing support but getting out of the way so individuals have room to shine and grow on their own. This approach benefits individuals and enhances the overall strength of the organization.

Looking forward to my own season of growth and cementing my seat at the table, I am excited about what the future holds. Embracing the philosophy of "lifting as I climb,” I am committed to ensuring that I am neither the first nor the last Black person to have a seat at any table that I’m a part of. Leading a team supporting one of the world's premier cultural institutions, I am privileged to collaborate with brilliant minds, cultural enthusiasts, and thought leaders – a responsibility I hold in high regard. I am acutely aware of the support I receive from my incredible friends and family, serving as a constant reminder to cultivate and sustain balance in my life on a daily basis.

With over a decade of fundraising experience, Thomas E. Moore III is the current Executive Director at the American Friends of the Louvre. Collaborating closely with Laurence des Cars, the Louvre's President-Director, and colleagues, Thomas is dedicated to enhancing the cross-cultural connection between American patrons of art and France. His primary focus is providing crucial support to the museum's collections, exhibitions, and programs.

A proud native New York, Thomas seamlessly integrates arts and culture into both his personal and professional life. Leveraging his philanthropic background, he has been instrumental in guiding institutions and nonprofits to achieve strategic objectives, surpass fundraising targets, and unite behind shared missions.

In 2022, Thomas took on the role of Executive Producer for the documentary series "Who's Behind Black Art," delving into the lives of contemporary Black artists. This series highlights dynamic artists and experts across various facets of the art ecosystem.

As a devoted contemporary art collector, Thomas prioritizes investing in emerging artists, particularly those historically overlooked, including artists of African descent.

Thomas actively serves on the Board of Directors for the Association of Fundraising Professionals NYC, sharing his insights as a guest speaker and panelist on topics that explore the intriguing intersection of philanthropy and art.

Residing between New York and Paris with his wife, Thomas continues to contribute significantly to the art and fundraising communities.

Chapter Leadership Brief 2.9.24

by Lamont Wray, Jr.
Director, Individual Giving
Food Bank for New York City

Food insecurity is not a fleeting problem reserved for the holiday season or a recent issue stemming from the pandemic. It's a longstanding challenge that has plagued communities for decades, and its impact intensifies. Factors such as the reduction of SNAP benefits, escalating rent costs, rising food prices, and the migrant crisis have exacerbated the situation, pushing many families and individuals into dire straits.

The reduction of SNAP benefits has hit hard, with some families experiencing drastic cuts of up to half of their previous assistance. Some struggling New Yorkers have seen their SNAP benefits slashed to a mere $20 per month. This significant reduction has left many households grappling with inadequate resources to meet their basic nutritional needs.

In soup kitchens and pantry lines, most clientele comprises the working poor. These individuals and families, despite being employed, need food assistance due to the relentless rise in utility bills, rent, and food costs. Their food budgets are stretched to the limit, forcing them to rely on these services to supplement their dwindling resources.

As costs soar, soup kitchens and pantries are also feeling the strain. They are compelled to reduce the food they distribute to each client, further exacerbating the situation. Clients are now forced to visit multiple locations daily and several times weekly to piece together enough food for their households. The ripple effect of rising costs is evident, impacting both clients and the organizations that serve them.

In the midst of Black History Month, which honors African American contributions to the arts, it's crucial to shed light on the challenges faced by African American artists striving to thrive in a city where the cost of living is increasingly unmanageable. This hits close to home for me, as both a fundraiser and an African American artist. My fiancé and I (he is also African American, a fundraiser, and an artist) have witnessed many fellow artists struggling to afford nutritious meals daily because they are weighed down by exorbitant rent prices. Some share that over half of their income goes towards rent, with some spending as much as 80% of their earnings solely on housing. This struggle existed long before the pandemic and has only intensified in recent years.

Amid these challenges, organizations like Food Bank For New York City, thanks to our donors, are working tirelessly to address the root cause of food insecurity: poverty. Over the past 20 years, Food Bank For New York City has returned over $1 billion to communities in need by offering free SNAP enrollment assistance, tax preparation services, and financial empowerment programs. Since its inception 41 years ago, the organization has provided over 1.2 billion free meals to those facing hunger.

Food insecurity is not just a distant issue; it's a reality that hits close to home for many, including myself. I moved to New York City in my late 20s in 2006, full of aspirations and dreams. However, the harsh realities of life soon caught up with me.

In 2008, I experienced a setback when I was laid off from my media job due to the recession, which had a widespread impact on the media industry. Suddenly finding myself without a stable income, I faced the daunting task of ensuring I had regular nutritious meals. During this challenging time, I had to rely on the support of my parents, who graciously helped me make ends meet.

The struggle continued in 2016 when I made the difficult decision to resign from a job due to a toxic relationship with my supervisor and the organization itself. Despite not having another job lined up, I knew I had to prioritize my well-being. This decision left me in a precarious position, unsure of where my next meal would come from.

Living alone then, I was fortunate not to have the added responsibility of providing for others in my household. This realization made me acutely aware of the struggles many others who don't have the same support system face. While I had my family to rely on, countless New Yorkers were less fortunate.

This personal journey has deeply influenced my understanding of the importance of organizations like Food Bank For New York City. They play a crucial role in supporting and assisting those in need, ensuring that no one in our community goes hungry. Food Bank For New York City's impact extends beyond just providing meals; they offer hope and stability to individuals and families facing food insecurity.

As we navigate these challenging times, remember that our actions can make a difference. By supporting organizations like Food Bank For New York City through volunteering, advocating, or donating, we can collectively work toward a future where food insecurity is a thing of the past. Join us in this vital mission to empower all New Yorkers to achieve food security for good. Visit www.foodbanknyc.org to learn how you can contribute to this essential cause.

Lamont Wray, Jr. brings two decades of expertise in non-profit fundraising and marketing to his role. Originally from the Washington DC area and now a resident of Harlem, he holds a Master of Science and a Master of Business Administration degree from the University of Maryland Global Campus. Lamont has significantly contributed to renowned organizations such as ASPCA, Global Giving, the American Cancer Society, and the American Diabetes Association. Currently serving as the Director of Leadership Giving, Lamont leads a team of four front-line fundraisers focused on cultivating, soliciting, and stewarding donors who give an annual cumulative gift of $1,000 or more. One of Lamont's notable achievements is leading the development of Food Bank For New York City's first mid-level giving program, the Five Boroughs Society, which has raised nearly $15 million in fundraising revenue. In addition to his philanthropic work, Lamont is a talented jewelry designer, running his own business, Lamont Wray Handmade, for the past nine years.

Chapter Leadership Brief 1.26.24

By Jonah Nigh
Senior Vice President for Development and Alumni Engagement
The New School

I love New York City because it is a city of doers. People are fast, smart, ambitious, and unsettled by the status quo. Whenever I visit family in the Midwest or West Coast, it takes about 48 hours before I get twitchy and start to feel like a corvette in a school-zone. Frankly, it’s not a city to me unless I need to regularly jump over bags of garbage, dodge an Elmo, or completely dissociate during “showtime” on the A Train.

It is with the ideas of action, and inaction, in mind that I want to talk about the punch list of Heritage Months, next up being Black History Month (February); Women’s History Month (March); and Arab Heritage Month (April). As a unicorn in our field–and a senior unicorn at that–I am routinely called upon to play special roles in May (Asian American Pacific Islander Desi American Heritage Month) and June (LGBTQIA+ Pride Month).

I resented these extracurricular duties until my colleague, Melanie Hart, challenged me with, “What will you be proving by saying no? Are the places asking you to partner consistent with your values? If they are, get on that stage and own why you are there.”

She challenged me further with the most succinct framework I have ever heard regarding the alphabet soup that is DEI, DEIB, IDEA, EISJ, and so on. To paraphrase:

Diversity is a fact.
Equity is a choice.
Inclusion is an action.
Belonging is a result.

How many of us have rushed to frame public programming or special initiatives as an effort to promote “belonging”? I would offer that without intentional choices and action around resources, hiring, and promotions, we are giving ourselves too much credit. Since 2020, our field has passed resolutions, made websites with hyperlinks to books written by BIPOC authors, held symposia, and talked about ideas. But let’s not fool ourselves; our field is stubbornly homogeneous. *83% of front liners are white. In my 18 years in the field I have seen almost no progress in this regard, let alone movement at the senior leadership levels.

However, one of the reasons I said yes to becoming the President-Elect of AFP NYC is that I can envision a time when our field will be able to show our values, not just talk about them. I can imagine this because of the many great people whom I have met and worked with in our field who recommit themselves to this work daily despite the fact that DEI efforts are under attack in many parts of the country.

As a fundraiser I feel very comfortable asking for things, so I would like to make two asks today:

To women and/or BIPOC fundraisers: Do. Not. Work. For. Free. Who among us has not been asked to do more for less, especially under the banner of advancing the field concerning DEIB? The ending of unpaid internships was a good start. Let’s move toward an industry-wide understanding that we are not extras on a reality TV show that can be slotted in as needed. Volunteering is one thing, but work is work. We all know the difference, and so do the organizations that ask us to do things for free. If, as a collective, we hold steadfast, I believe this will change. If people continue to do it for “exposure”, there will be no progress. To paraphrase one of my mentor’s mentors, devaluing yourself like that is “beneath your greatness.”

To allies: Inaction is an action. If you truly believe in advancing a culture of diversity, equity, inclusion, and belonging in our field, I would ask that you be intentional about your choices and actions, especially regarding who you hire, promote, send to conferences, ask to do your panels, and mentor.

We can say we value anything. But until I see it, I don’t believe it. If you are motivated by this conversation but feel stuck, please consider joining AFP NYC. There is a place for your energy and ideas. Or you can always email me directly at nighj@newschool.edu to discuss the many ways we can move our field forward together.

*Source: Data USA; Advancement forum interviews and analysis.

Jonah Nigh is the Senior Vice President of Development and Alumni Engagement at The New School. Prior roles included positions at The Jewish Museum (CDO), Lincoln Center, Columbia University, Opera America, the Museum of Fine Arts, Boston, among other institutions. He began his career as a classical musician and has been involved in the production side of live events as a booking agent and concert coordinator. He earned his undergraduate degree in vocal performance at Lawrence University and a Master of Music from the New England Conservatory. Performance credits include roles at the Aspen Music Festival, Boston Lyric Opera, Dorian Opera Theatre, Opera Boston, and on TV and film. A frequent public speaker, he has served in a variety of roles for NBC, ABC, WNYC, France TV, the National Endowment for the Arts, NYC Pride March, Asian Leadership Collective, The Janchi Show, Museum of the City of New York, and the New York City Department of Cultural Affairs. On the topic of fundraising, he has partnered with CASE, Aspen Leadership Group, Association of Independent Colleges of Art and Design, Con Edison Musicians’ Residency Program, Columbia Business School, Florida State University, among other organizations.

Chapter Leadership Brief 1.12.24

By Craig H. Shelley, CFRE
President, Association of Fundraising Professionals, New York City Chapter
Partner + Chief Growth Officer, Orr Group

Thank you for the opportunity to serve as our Chapter’s President over the next two-years.  It’s a humbling opportunity to help ensure New York City fundraisers have the community and resources we deserve.

As I’ve prepared for this unique challenge, I’ve thought a lot about our profession.  I am, as I always have been, inspired by the impact fundraisers make in the world and appreciative to those who have dedicated their lives to what is often a thankless and always difficult profession.  AFP has a unique opportunity to support your work and provide a community of peers you can learn from and commiserate with.  I look forward to working with our board and officers and all of you to realize that promise.

Over these last several months as my term approached and began, I’ve often been asked what my “vision” was or where I’d focus my attention.  Thanks to the leadership of my immediate predecessors, Jill Scibilia and Steve Jacobson, and so many leaders and chapter members, I’m able to answer that question expansively.

I’m optimistic we can drive the chapter forward around these key objectives:

• Ensuring the chapter is providing a vibrant community for all New York City fundraisers.  I want to ensure our content and events are relevant to and reach the greatest number of New York City fundraisers.
   
• Help the sector to realize the full benefits of a more diverse work force working in more equitable and inclusive environments.  Our chapter has done a great job instilling the values of IDEA (AFP Global’s Inclusion, Diversity, Equity and Access initiative).  It’s time for us to move to project our values and have an even greater impact in the field.
   
• Activate our board for collective action.  The leaders I serve with are truly some of the best and smartest leaders and fundraisers in New York City.  Whatever their focus, they make an impact.  If we can coalesce around big ideas and better understand all facets of the chapter’s work, I know we can do so much more for our community.

I look forward to your feedback on these priorities and would love to learn more about your hopes for our chapter and the needs you’d like to see it meeting.  You can reach out to me at any time at cshelley@orrgroup.com and I’d welcome you to follow me on Twitter (am I really supposed to call it X?) @craigshelley.  Or, best yet, come join me in-person at our annual meeting on Wednesday, January 24^th where among other things we’ll have a dynamic panel discussing the outlook for 2024 and the impact on philanthropy.  This first event for 2024 is going to be a great place to get the information and energy you need to start the year strong.

Craig Shelley is a partner and chief growth officer at Orr Group, which provides nonprofits with strategy, fundraising, leadership, talent, and management solutions. Craig brings an entrepreneurial approach to leadership and partners with the sector’s most ambitious leaders. Prior to joining Orr Group, Craig served in a variety of positions with the Boy Scouts of America, most recently as national director of development. He serves as President of the Association of Fundraising Professionals New York City Chapter and is a Certified Fundraising Executive (CFRE).

Chapter Leadership Brief 12.29.23

By Jill M. Scibilia, MBA, CFRE
VP, Development, Phelps Hospital, Northwell Health 
AFP-NYC Chapter President 2022 and 2023

We are now at the end the year when there is an abundance of generosity, gifting, and gratitude.

I am taking the opportunity today to express my gratitude to the Association of Fundraising Professionals – NYC Chapter. It has been a great honor to serve as your chapter president. My term has now come to a close. Here is some of what I learned along the way.

• Fundraisers Matter. Philanthropy has the power to make the world a better place. I believe our work as fundraisers has never been more relevant or needed than today. When you match generosity from caring donors with the mission you serve, you make your mission and the world a better place. The work you do as a fundraiser matters. Don’t ever forget it.
   
• Our Community Matters. We are stronger when we work together to exchange best practices, make connections, and learn from each other. Thank you for being a part of the AFP community.

• IDEA Matters. IDEA stands for Inclusion, Diversity, Equity and Access. The fundraising industry will do our best work for our missions and for society when we represent the deep diversity of the people in our communities. Too many voices are still under-represented in our fundraising community. As the leading organization for fundraisers, AFP has the opportunity and responsibility to lead this work.
   
• Volunteer Leadership Matters I am grateful to my colleagues on the AFP-NYC board and our committees. The leadership and fiscal responsibility of those who served on our board in the decade prior to COVID ensured we were on solid footing before we entered the challenging COVID years. The leadership, fine work, and persistence of all those who served on our board from 2020 through the present day have allowed AFP-NYC to persist and to persist boldly.
   
• You Matter. You are an investment worth making. Invest in yourself in 2024. Engage in activities that help you to learn, grow and lead. Don’t wait.

AFP-NYC’s next chapter is about to get written. I have the deepest confidence in and respect for my board colleagues who will lead and take AFP-NYC forward. I cannot wait to see what will come next for our chapter and profession.

I am grateful for your leadership and commitment to professional fundraising. It matters.

With my enduring gratitude,

Jill

Jill Scibilia is VP of Development for Phelps Hospital, a 218-bed acute care hospital located in Sleepy Hollow, New York. Phelps is a proud member of Northwell Health. She is inspired by people who want to make a difference and the opportunity philanthropy gives them to make the world a better place.  Jill also oversees Phelps volunteer program and serves as a member of the hospital’s senior leadership team.   Jill is a Certified Fundraising Executive (CFRE) and is President of the Association of Fundraising Professionals-NYC Chapter.  She has an MBA in Healthcare Administration from Marist College and a B.A. in Anthropology from The American University. Jill lives with her husband in Ossining. She loves to travel, to garden and to run and has completed four full marathons and twelve half marathons.

Chapter Leadership Brief 12.15.23

By Mindee H. Barham

As we come to the end of the year, I have been reflecting on my time with the AFP-NYC chapter and my gratitude for my AFP community – my colleagues, peers, and friends. And I am particularly grateful for the dedicated group of fundraising professionals I’ve met over the past 6 years as a Board member and as a co-chair of the Professional Advancement Committee (PAC).  While I am stepping down as co-chair at the end of this month, I will remain on the committee, and I’d like to share what this group means to me and to our NYC community of fundraising professionals.

As outgoing chair of the PAC, I am grateful for my past, current and incoming co-chairs, for the leadership experiences this committee has afforded me, for the opportunities I’ve had to work with long-standing, hard-working and inspirational volunteers, and for the satisfaction of creating high-quality and meaningful educational and thought-provoking programs with and for my fellow fundraising professionals. I have made true friends through this work, and I have valued the support, expertise, and inspiration this network has given me as I have moved through my own fundraising and professional journey. 

Being a member of the PAC has given me, my peers on the committee, and the attendees at our events the following experiences and opportunities:

Leadership roles - Volunteers work in groups of 3-4 committee members to plan professional advancement events and workshops, from selecting content and themes of interest to the field, to identifying and recruiting speakers and moderators, to shaping discussions and planning runs of shows, all the way through to marketing the events and attracting audience members. It’s the perfect volunteer opportunity and experience for a fundraiser!

Learning opportunities - PAC events provide learning opportunities to all members of our diverse fundraising community, from those new to the profession, to veterans in the field, from in-house fundraisers to consultants, representing the breadth of organizations and missions across the nonprofit sector. There are panel discussions that focus on fundraising tactics and implementation of best practices; learning symposia that offer interactive, in-depth learning sessions with opportunities for targeted audiences to delve deeper into topics; and senior leader convenings offering high-level exploration of management topics. There’s truly something for everyone in our field.

Thought leadership - As we have built out the senior leader roundtables and convenings, we have brought together senior fundraising professionals to share their leadership and management experiences with each other, with opportunities to hear from experts and thought leaders in our sector, and to share their expertise and their perspective. We know that senior leaders are looking to network with their peers who have a shared experience.

Networking – Whether one is looking for a new fundraising job or looking for a mentor, or just looking to meet like-minded professionals, PAC events and the committee provide opportunities to meet with other fundraisers and consultants across the industry, and to find trusted advisors to seek professional advice and inspiration.

Peers, Colleagues, and Friends - And most of all, the PAC community is a place to make friends and find a supportive, collegial environment of fundraising peers and colleagues.  As we like to say - it’s the most fun committee in the chapter!

We are planning a full calendar of events for 2024 to serve our diverse audience of fundraisers across our sector. We hope that you’ll plan to join us for a session, a symposium, or a panel event in the new year. And we are always looking for additional volunteers to join us, so please reach out to admin@nycafp.org if you would like to learn more and to become a committee member!

Mindee H. Barham has dedicated her career to working with organizations whose missions address the needs of under-resourced communities in NYC, across the United States, and globally, through access to education, social services and economic empowerment. She most recently served as the Co-Executive Director and Chief Philanthropy Officer of the Scratch Foundation. Prior to that, she served as the Chief Development Officer for Grameen America, a national, non-profit microfinance organization empowering women who live in poverty to build small businesses to create better lives for their families.

Mindee has over 25 years of nonprofit and development experience and has held key positions in fund development at United Way of New York City, Columbia University, Classroom, Inc., the YMCA of Greater New York, and the I Have a Dream Foundation. Mindee is a board member of the Association of Fundraising Professionals -- NYC Chapter and is Co-Chair of its Professional Advancement Committee.  She holds a Master of Science in Nonprofit Management from the New School and a Bachelor of Arts in Political Science and Hispanic Studies from Northwestern University. Mindee lives on the Upper West Side in New York City with her wife and two teenaged sons, and enjoys spending time at the Jersey shore, traveling, and playing pickleball!

Chapter Leadership Brief 12.1.23

By Pazit Levitan, EdD, CFRE

Fundraising in a crisis differs from typical fundraising because the circumstances and challenges necessitate unique, and more urgent, approaches and considerations. Whether the crisis is a war, a humanitarian emergency, a global pandemic or a natural disaster, we need to respond quickly, leading with confidence, inner strength and flexibility. Here are four key insights guiding me as I engage in emergency fundraising:

1. Plan Less, Do More
​I am not suggesting to ignore the planning phase, but I am recommending to plan differently and to focus on implementation. The fundraising approach should be project-based with a sense of urgency. There is a pressing need to expedite the fundraising process. To do that, it is most expedient to apply fundraising methods that are already familiar and would be suitable for more rapid fulfillment. For example, crowdfunding campaigns or approaching loyal donors, asking for emergency support (or both!) are quick, reliable strategies. Additionally, shortening the approval process is beneficial. Time is of the essence, so it becomes crucial to run your plan by your strategic partners, roll up your sleeves, and maneuver from planning into action. If you are initiating an emergency fundraising campaign, don’t forget to kick-start it with a matching gift that would double or triple the impact.

2. Fundraising for a Specific Remedy
Fundraising with a specific goal is not a new concept. We all know that donors would like to understand where their money goes and how it positively impacts people’s lives. Donors want to know that their contributions directly benefit those affected by the crisis.

When fundraising during a crisis, transparency is especially key. Communication should be frequent, brief, and clear. Ongoing progress reports will be useful in keeping your donors engaged and motivated to follow the campaign. Finally, if you can communicate that 100% of the funding will serve its purpose directly and immediately, it demonstrates the urgency and the high priority of the initiative.

After the emergency fundraising campaign comes to fruition, it is time to share the outcome and thank the donors. Posting a short, authentic video testimonial made by people who benefitted from the emergency fund can make supporters feel good about their charitable gift. People appreciate having the opportunity to aid quickly and effectively, helping those who are struggling for survival.

3. An Extra Dose of Compassion
A crisis puts people on edge. Strong emotions like anger, frustration, helplessness, and worry may arise. As a professional fundraiser, do your best to put politics aside and practice communicating in a compassionate manner. Listening without judgment is a good practice. Compassionate communication creates a comforting, safe space for people to express emotions and be vulnerable. Being a compassionate listener is also about modeling tolerance and respect. This is your time to shine as a leader who cares about the community, appreciates multiple perspectives, and promotes inclusiveness.

4. Rediscover Self-Care
In times of crisis, it is tempting to stay glued to the news, social media, and text messages for minute-by-minute updates. However, try to limit screen time and make sure to take care of yourself. In such high-stress times, personal care helps develop resilience as you continue to advance your organizational mission. Self-care activities such as a walk in the park, exercising, listening to music, meditating, connecting with your loved ones, reading, or taking a hot bath can relax your body and nourish your soul. When you quiet the mind, and integrate movement, nature and positive human connection to your daily routine, you will be more grounded and balanced. Please make sure to take care of your physical and mental health each and every day, especially during stressful times.

In summary, fundraising during a crisis is both a challenge and an opportunity. As nonprofit leaders, we are in a fortunate position to help others. Adapting the fundraising strategy to the unique demands of the community and practicing compassionate communications can make a significant difference in the outcome.

Pazit Levitan, EdD CFRE is a highly seasoned nonprofit executive with deep and wide experience in the field. She serves on the board of AFP-NY and is a proud member of the Mentorship Committee. Her doctoral dissertation (Columbia University, 2022) explores how women become influential leaders on nonprofit boards. Pazit is launching her boutique advisory for nonprofit leaders, where she will inspire success through strategic counsel with proven, practical tactics and a personal approach.

Please feel free to email her at Pazit@Dr-Paz.com

Chapter Leadership Brief 12.1.23

By Mary Whitrow, Content Marketing Manager, iWave

As the year comes to a close and year-end giving campaigns are in full swing, nonprofits are particularly focused on engaging with their donors and ensuring support for their mission and cause. We have all heard about (and experienced) the effectiveness of storytelling and know that it is a powerful tool that can captivate and engage donors. But what makes a story compelling? Here are seven storytelling techniques that can drive donor engagement in year-end fundraising and create a connection that inspires action and in turn, brings about meaningful impact.

1. Know your audience:
Understanding your audience is crucial in crafting a compelling story. By utilizing fundraising intelligence, you can gather valuable external information about your donors, including wealth, biographic, and philanthropic data, as well as their connections and affinity to your cause. This knowledge allows you to tailor your storytelling approach to resonate deeply with your audience's values and priorities.

2. Define your story's goal:
Before crafting your story, identify the specific goal you want to achieve through your fundraising efforts. Whether it's raising funds for a specific program or increasing donor retention, align your story with this objective. This clarity will help you structure your narrative and execute your storytelling efforts successfully.

3. Choose the right timing and communication channel:
Timing and delivery are essential elements of successful storytelling. Consider the most appropriate time to engage your audience based on your goals (before, during, or after a campaign). Choose the communication channels that your audience is most active on, whether it's social media, email newsletters, or personalized direct mail. Don’t be afraid to take a multichannel approach if appropriate; this can help to keep your storytelling fresh and give you a higher chance of finding and connecting with your audience.

4. Use a hook to get your audience's attention:
In a saturated media landscape, capturing your audience's attention quickly is vital. Craft a captivating hook that arouses curiosity or evokes an emotional response. This could be a powerful statistic, an intriguing question, or a compelling visual. Grabbing their attention will ensure they continue reading or listening to your story.

5. Create tension and build to the climax of the story:
A story without conflict lacks depth and fails to evoke emotions. Introduce challenges or obstacles your beneficiaries or organization faces, demonstrating the need for donor support. By building tension, you will engage donors emotionally and create a sense of urgency for their involvement.

6. Be descriptive:
Make your story come alive by using vivid descriptions and immersive storytelling techniques. Paint a picture with words, create characters that your audience can identify with, and be specific when demonstrating the positive impact of your organization's work. Make your story personal for your donor by sharing real-life experiences that might bring out empathy in them.

Hot tip: Generative AI (like NonprofitOS) can help with creating content for campaigns, such as stories, testimonials, specialized appeal letters, and more.

7. End with a positive takeaway:
Leave your audience with a positive takeaway or a clear call to action. After taking your donors on an emotional journey, inspire them to make a difference by supporting your cause. Provide specific ways they can contribute, such as donating, volunteering, or spreading the word. By ending on an uplifting note, you encourage your audience to take action and become part of the solution.

In the world of fundraising, the power of storytelling techniques cannot be underestimated. By knowing your audience, setting clear goals, and choosing the right channels, you can set yourself up to have your story heard. By crafting compelling hooks, building tension, using descriptive language, and ending with positive takeaways, you can create a connection with donors that inspires generosity and drives meaningful impact for your cause.

Want to learn more about how NonprofitOS can help you write content 16X faster? Book a call today.

Mary is a Content Marketing Manager at iWave. She has a business degree and brings a multitude of experience in marketing, education, writing, and editing to her role. Mary is committed to producing content that serves and uplifts nonprofit organizations, and she has a genuine passion for making a positive impact in the nonprofit industry.

Chapter Leadership Brief 11.17.23

By Mike Esposito, CFRE 
AFP-NYC Emerging Leaders & FDRNY Steering Committee Member
Director of Growth and Strategy at Hudson Ferris 

As 2021 drew to a close, I found myself at a crossroads in my fundraising career. I had been fundraising for a nonprofit organization for four years and was unsure of what my next step would be. I asked around and was introduced to the Association of Fundraising Professionals (AFP)-NYC and the Emerging Leaders Committee (ELC). I am incredibly grateful that I found AFP-NYC’s ELC, as it has allowed me to access a diverse network of members, mentorship, and professional development opportunities.

1. Mentorship and Guidance:
Since joining the ELC, I have found the bi-monthly meetings to be excellent opportunities to workshop challenges and brainstorm solutions with fellow members. When I first started as a committee member, I was struck by everyone’s willingness to share their experiences, offer advice, make connections, and provide support. The diverse perspectives and expertise within AFP provided me with a fresh outlook, helping me navigate through times of uncertainty and ultimately make the right decision. For me, these conversations are a true testament to the power of community and peer support that AFP fosters.

2. Collaboration and Partnerships:
Each ELC member is asked to serve as a liaison one of the following subcommittees: Fundraising Day NY (FRDNY), Government Relations, Professional Advancement, I.D.E.A., Membership, and Communications. Over the last two years, I have served as the FRDNY liaison on Fundraising Day New York is the largest single-day conference on philanthropy and is made possible through the diligent and consistent effort of AFP’s Board and volunteers. As the FRDNY liaison, I attended biweekly Steering Committee meetings, met and worked with multiple AFP-NYC Board Members, and provided support with the gamification of the conference’s app.

In addition to working with the FRDNY Steering Committee, I got to collaborate with my fellow ELC members on the two events that the Committee hosts every year: one focused on fundraising education and a networking event. In 2022, for the educational event, we hosted a panel discussion around the good, the bad, and the unknown of emerging fundraising forms. In the weeks and months leading up to each event, I enjoyed working with ELC members to plan the functions, recruit speakers, promote the activities, and solicit sponsors.

3. Knowledge Sharing and Professional Development:
AFP organizes workshops, seminars, and conferences where experts from various sectors of the industry share their insights and best practices. Earlier this year I attended AFP ICON in New Orleans, the world’s #1 fundraising conference, among 3,800 other fundraising professionals from all over the globe. There were countless engaging sessions throughout the multi-day conference, but I want to highlight one that centered ethical fundraising practices. “Cognitive Impairment in Donors: Best Practices & Considerations” led by, Tara Adams and Anthony Pomonis, CFRE, revealed that 1 in 9 people aged 65+ years show signs of cognitive impairment. Their session focused on best practices to utilize as a fundraiser when encountering signs of cognitive impairment in your conversations with donors and responded to questions about how to incorporate these practices in your nonprofit organization. While I had worked with many elderly donors over the years, this session provided invaluable insights into a relatively less-discussed aspect of fundraising. The session expanded my knowledge of solutions that are being developed, as Tara and Anthony are spreading awareness across the country with the goal of creating an ethical framework of best practices for fundraisers.

If you are interested in attending an upcoming AFP conference, I encourage you to register for:

• AFP ICON, April 7-9, 2024, Toronto, Canada
• AFP Fundraising Day, June 14, 2024, New York City
• AFP LEAD, October 2024

If you would like to learn about how to become an ELC member, please reach out to ELC Co-Chair, Brently Winstead (brentlywinstead@gmail.com).

Shout out to Isiah Harris and Jace Prokupek for introducing me to AFP and encouraging me to apply to become an ELC Member! Huge thank you to Deb Brown, Brently Winstead, Caroline Ver Planck, and Victoria Shadle Williams for their support and mentorship over the years.

Mike Esposito, CFRE, is a dedicated nonprofit fundraising professional with nearly a decade of experience in developing innovative strategies for mission-driven organizations. As the founder of Mike Esposito, CFRE LLC, he partners with small to mid-sized nonprofits to enhance their fundraising efforts through tailored solutions, including major gift strategies, comprehensive campaigns, and donor stewardship initiatives. In his role as Co-Chair of AFP-NYC’s Emerging Leaders Committee alongside Brently Winstead, Mike has been instrumental in nurturing the growth and development of emerging leaders in the fundraising field. He also serves on the Board of Directors of ParaCliffHangers, a nonprofit committed to making climbing accessible to everyone, regardless of ability.

Chapter Leadership Brief 11.3.23

By Lynsie Slachetka, Owner/Chief Digital Officer, aJuxt Media Group

The clock is ticking on end-of-year fundraising! As we count down not just to a New Year, but a new annual report, tax filing, or budgetary analysis, nonprofit leaders everywhere are bracing for the holiday season, and with it the rush of year-end giving.

According to the 2023 M+R Benchmarks Report, December giving accounts for roughly one fourth (26%) of annual nonprofit revenue! With Giving Tuesday quickly approaching, and print deadlines for annual appeal mailers looming, one thing is for certain: your team can’t afford for the organization’s year-end marketing to fall flat.

The truth of the matter is that when it comes to empowering your marketing analytics to help tell your nonprofit’s mission and story, it’s not as time consuming or technical as people think.

Here’s three website traffic metrics you can easily check prior to making budget decisions for the upcoming year-end campaign season:

(P.S. They take less than five minutes to check!)

1. Top Referral Source: What tactic is driving traffic to my website and which tactics are converting?
   Before wasting time or money, it’s critical to understand if your paid advertising campaigns, Search Engine Optimization (SEO), various social media platforms or other referral sources are outperforming or underperforming. When you need to decide where to spend advertising dollars, this information is free and right at your fingertips. So often when marketing money is spent we focus on impressions and total clicks. 2024 is the perfect time to start pushing the envelope on measuring true ROI and conversions. You can now see whose “first visit” was because of a paid LinkedIn campaign and if they took the conversion action your brand  would hope for.

 Follow these steps:

 

Pro tip: If your events and conversions aren’t set up in GA4, follow these simple steps to make sure this information is available next quarter!

1. Top Performing Content: What website pages are people visiting?
   Ask yourself, “What’s critical for people to see when they arrive at my website?  If your goal is to drive donations and your giving landing page isn’t in your top pages, you may need to change your outreach efforts. Whatever your reason is for driving your audiences to a page, be sure there’s a clear, visible Call To Action.

Here’s how to pull your top content in GA4 so your nonprofit can leverage similar strategies across your various content platforms.

1. Year Over Year Comparison: How has my organization’s website traffic improved? Has there been a change in referral sources within the last year?
   It’s important to see beyond the micro-monthly trends. We suggest pulling a year over year comparison report. Fluctuation in social media platform deliveries and algorithm shifts on search platforms can impact not just your total website traffic numbers but the composition of the website audience. If you know that most of your donors are local and you are seeing a surge of traffic from overseas, pinpointing which campaign is driving irrelevant traffic can help you make a crucial budget decision or shift a marketing tactic.

Loving this and want more details from your data? Several other default GA4 reports could prove to be helpful for your organization. Here are those report names and the insights they provide:

• Monetization – What is your donors’ level of donation completion ? e.g., do start the donation process and check out immediately or do they leave the website at a specific point in the process?
• Retention – Whether your audience is coming back
  A high retention rate could suggest your website is updated and changing enough that users come back frequently. In the same way, low retention–especially with a short average session duration–suggests that your site is not drawing people in and keeping their interest over time.
• Demographics – Who are your website donors?
  Does your app draw in more teenagers or middle-aged individuals than your website? If, for instance, you have a significantly lower percentage of 40-50 year olds visiting your app, the design of the site, content on your site, or other marketing materials may not appeal to this demographic.
• Tech – What technology are your customers using
  Do you have more mobile users than desktop users? Does a specific browser have an extra high bounce rate or low engagement? If so, you may need to check your site’s performance on that browser and adjust accordingly.

If there are reports mentioned above that you plan to check regularly or need to share with fellow board members consider using the free Looker Studio tool to pull the data relevant to your organization’s goals into a single easy to read space.

It may not seem like you have the time to check these metrics, but when time is money, like it so often is in the fundraising space, your time is valuable and your metrics matter.

If you’re looking for year-end campaign support, metrics mastery, a 2024 social media strategy, or just a sounding board for your marketing needs, our team is here to help. Check us out online at aJuxt.com.

Lynsie Slachetka
Lynsie is an adventurous audience development specialist, social media strategist and integrated marketing professional whose motto is to keep it “Targeted, Focused, and Strategic. Then the brand story can be heard.” Lynsie is known for diving into analytics and finding the hidden egg that unlocks authentic brand audience engagement. 
Lynsie’s career in communications spans over a decade. She has extensive knowledge in digital advertising, search engine optimization, social media management, and brand reputation management. Lynsie worked for Hearst Digital Media Services and was co-owner of a Tallahassee-based marketing agency, Voxy Media Group, before stepping away for new ventures. She’s a Midwestern gal with a heart for the world. Lynsie loves communications—the art of effective advertising. She also loves her kids, hubby, kayaking and exploring. Her motto is: “Nothing is impossible if you just start it.”